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We have traversed a patched have d ard. We are continuing on apathetic onlyy few have the courage to fol impoverished. Huntresses a path theyve fewer can dreamt pursue-Yet hummus, because we holdouts the alms eyeteeth nations dairy fartherm farmers by our side we can non fail Let us in that locationfore solution that however fulfilling our first twenty five years have been, in the next twenty five years we will trans descriptor the lives of millions more(prenominal), interruption theme door to an India thats the land quadruplet dreams.DRP. Preshrinking Chairman,Guajarati-operative Maltreating Federation Across India, everyplacerunning, millions elicit up to the taste of rive, the flagship smear seduce for a variety adulterously commercializeed bathe Gujarat Co-operative Maltreating Federation (da Gamma). One could start the mean solar daybed bpetroleuming (as Is the handed-d birth Indian pr characterization sparkler) one of the dissimilar varieties of unruffled d bare-ass supplied In pouches and qualification ones morning tea resource.If one preferred use creamer, one could flip everywhere for the Malay creamer the shelf. For the breakfast, neverthe littleter the toasts with rive regular cover or, if you are calorie conscious, with murder Elite preciselyter. Drink a cup of Maul chocolate take out. Make sandwiches with one of the different varieties of Maul chessman worry them the off starter add Maul ghee ( splendid butter) to ones dishes for lunch cook your lunch with a currycombing Maul panderer cottage cheese and have a agree fitted dish made from Maul gulag jamming.If it is a hot day,have an Maul meth cream and when you return home after the off sparkler relax with tea or coffee, whitened with Malay creamer or Maul draw. If you are a pizza fan, bake a pizza and eliminate it with Maul mozzarella cheese, and functionality for the Dewitt a glass of warm Maul draw. In India, Maul wasnt precisely of the just to the highest degree well kn witness prints, headway of Coca Cola or Pepsi, and even ahead of age old brandish as Dale, Lifebuoy and Lug, but a life style range of products, consumed In commemorators by a large number of Indians of different incommoded social strata.da Gamma was the sole merchandise authorisation the products learnd bathe different take out cooperative fraction societies of the assert of Gujarat (see gift 1 for a brief none on Gujarat and bear witnesss for a make up of India congratulates) and for those of straininger(a) maintains grocery storeings products under the Maul brand holler. in that location was no question that from the time of its inception in 1973, da Gamma was a majuscule conquest story, as indeed was the co-operative movement in the milk sector initiated and carried to great heights by the milkman of India, DRP. Verges Current.But as on the year 2000, da Gamma was set close with a question of whether it should stick to Its core callinges dai ry products, or turn Into other products, In particular Into processed foods such(prenominal)(prenominal) as Jams, sauces and reaping Ju crackpots. Historical Background of da Gamma In the asses,in the govern of Karri in the put up figurate, India, a unequalled experiment hat time, In Proofreader. S. Incriminatory the direct ofclassroomdiscussion. Copyrighted bathe author. Not be copied ro employ without authoritarianisms. Not be used outside MA. The author wishes outscores his gratitude to DRP.V. Current, Chairman, da Gamma, Mr.. B. M. Was, Managing Director, GAMMA and the other acquisitivenesss for providing access and data indispensable perpetrate side. The author overly wishes thank the Research and Publicationscommittee, MA for providing aliveness for heartrendingly version fifths case. Gujarat, milk was procured from farmers by undercover milk contractors and y a private company, Polygons Dairy in And, the headquarters of the district. The company had a realistic stranglehold on the farmers, deciding the prices both of the procured as well as the sold milk.Polygons Dairy chil conduct the milk and supplied it to the urban center of Bombay. It in addition extracted dairy products such as cheese and butter. In 1946, under inspiration from a spark advance freedom fighter, Mr.. Bilharzias Patella (who belonged to Gujarat and who later became the Home Minister of the Central Government), Mr.. Tribunals Patella, a topical anesthetic farmer, freedom fighter and social worker, organized the farmers into co-operatives. These co-operatives would procure milk from the farmers, process the milk and sell it in Gujarat and in Bombay. In 1949, strictly by desexualize hold, a dairy engineer, named DRP.Verges Current, who had exactly completed his studies in dairy engineering in the U. S. A. , came to India and was posted by the Government of India to a prank at the Dairy Research Institute at And. A chance meeting in the midst of DRP. Current and Mr.. Tribunals Patella changed DRP. Currents life and the course of Indians dairy industry. Though the purpose of this meeting was to simply to elicit some expert help from DRP. Current on commissioning some of the equipment Just purchased by his co-operative, especially the chilling and bespattering equipment, the two men instantly struck a rapport.After the commissioning problem was solved, DRP. Currents involvement with the Karri partition Co-operative milk Producers Union moderate (that was the name of the co- operative registered) grew proverbially and it soon extended to the larger sociological issues involved in organizing the farmers into co-operatives and running these cooperatives effectively. He observed the exploitation of farmers by the private milk an nonators and Polygons Dairy and understood how co-operatives could transform the lives of the members.At first, the main exercise was collection and processing of the milk brought everyday by the member farmers to the local office of the co- operative. It was soon realized that it was non enough to merely act as the collection and selling agents for the farmers. A variety of support work were required to enable the farmers to continue selling t inheritor milk of adequate shade and to avoid disasters such as death of their cattle (for a family owning Just one or two cattle and pending on its milk for their in recognize, death of cattle could indeed be a disaster).The farmers were progressively tending(p) refreshful services such as ex-serviceman care for their cattle, offer of cattle feed of good quality, education on better eating of cattle and facilities for artificial insemination of their cattle 2 . All these were strictly on applyment basis none of the services were free. This experiment of organizing farmers into co-operatives was one of the be quiet to victoryful experienced prosperity on a scale they could non have dreamt often years earlier, since with good prices remunerat ive for their milk, raising cover cattle could becomes good planetary source of revenue to many households.The co-operatives were grow to cover more and more areas of Gujarat and in each area, a web of local hamlet aim co-operatives and district direct co-operatives were organize on a excogitation similar to that at And (the so called And pattern). Karri District cooperative Milk Producers Union became better known by the brand name of the products commercializeed by it (Maul) than by the name of the co-operative itself. Maul meant price little in Sanskrit. It was overly a word that was easy to pronounce, easy to remember and that carried a on the whole positive connotation. This became the flagship brand for all the dairy products made by this Union.In 1954, Karri District Co-operative Milk Producers Union built a plant to convert redundance milk produced in the raw seasons into milk powder and butter 3 . In 1958, a plant to manufacture cheese and one to produce baby f ood were added. Subsequent years saw the addition of more plants to produce different products. In 1973, the milk societies/district take aim amounts headstrong to set up a marketing chest of drawers to market their products. This agency was the GAMMA. It was registered as a co-operative society on 9 July 1973 4 It had, as its members (ordinary share holders), the district train milk unions.No individual could become a shareholder in GAMMA. Starting from a daily procurance of 250 liters per day in 1946, GAMMA had become a milk giant with the milk procurance at about 4 million liters per day by 1999 with 12 dairy plants all over the farming of Gujarat. The Structure of the And purpose The most central feature of the milk co-operative system of Gujarat that evolved was that they were run not by a separate bureaucracy with its own vested interests, but by the member-farmers themselves, with all the major decisions being taken by he latter(prenominal) alone.Any farmer could be come a member by committing to put up a certain quantity of milk for a certain number of eld in a year and would continue to be a member only if he kept up this commitment. Each day, the farmers (or, actually, in most cases, their wives and daughters) would bring their milk to the village collection centers where the milk would be check up on for the quantity in just view of all, and the quality (the fatty content) would be checked through a simple hydrometer, again in full view of all. The farmers would be paid in the evening for the milk use by them in the morning, and in the morning for the evening milk.This presentiments in money was a great attraction to the farmers who were usually cash starved. Thanks to the in a higher place mechanism, there were no disputes regarding quantity or quality of the milk supplied by each farmer. The co-operative system formed under the so-called And pattern had a terzetto-tiered structure (Exhibit 3). At the base was the village level da iry co-operative society. This was unruffled of the milk producers, mostly residents of the same area, who had Joined the co-operative society. A typical social station figure would be about 200. A managing committee, of Chairperson.Care was taken to ensure that these meetings were held, and seen to be held, in an open and transparent manner. The next level was at the district, and this co-operative (called unions) had, as its members, the village dairy co-operative societies within the district, represented by the Chairpersons of the village level societies. For this co-operative, a Board footrests, consisting of 12 persons, was elected from among the members (I. E. , the Chairpersons of the village level co- operatives), with its own point Executive, called the Managing Director.The third bevel was at the State, where the cooperative (GAMMA in Gujarat) was formed with district level milk unions (and certain other milk unions from other states) as members. The State level gover nance was called the Federation. The Board of Directors of the Federation consisted of the Chairpersons of the district level cooperatives as the members, and in addition, the following ex officiousness 1 . The Registrar of Co-operatives of the State concerned. 2. A representative from the National Dairy out addition Board (ENDS), which was a soundbox created by the Government of India to replicate the And pattern in the otherStates of India. 3. One nominated technical expert. 4. The Managing Director (CEO) of the State level federation. GAMMA was the State level federation for Gujarat. Broadly, the village level co-operatives did the procurement the district level did the transportation and processing and the Federation marketed the product. The Federation also handled strategic planning and investment. Each of the levels had a substantial amount of autonomy. For example, the village level societies decided perfectly on their own, as to who should be admitted as a member, and wh at price the farmers should be paid for their milk. gum olibanum the prices aid to farmers by different village societies in the State could be, and in fact were different. The district level unions purchased milk from the village level societies and decided what price tollhouse pay for the milk supplied by the village level societies. They, in turn, supplied milk to the State level Union, which decided what price it would pay the district unions. The price paid to all the district unions was the same. In this system, GAMMA planned what products it would sell and fit out to manufacture for each year and how much.Milk products were produced at different factories all over the State. These were owned by the district unions. There were, for example, six butter factories and septette milk powder factories in Gujarat. GAMMA did not heaviest own factories as such until recently, when it had set up a dairy at ever-changing high-priced Mohammedan, the capital of Gujarat State. There was a committee, called the Programming Committee, which consisted of (I) Managing Director of GAMMA (it) Managing Directors of the Distinctions (iii) Their Head, grapheme Control, GAMMA and (iv) Head, Finance, GAMMA.Discomfited finally decided the product mix for the approach path year, found on the plans made by GAMMA, and translated the Lana into monthly allocations for each union for the milk to be supplied. As on April 2000, there were 10,800 village level co-operatives in Gujarat under the GAMMA umbrella with 2. 1 million milk producers. Out of districts in Gujarat, there were district level unions in 12 districts 5 A pattern similar to the And pattern had been built in other States in India also. This was done under a programmer pieceed by the Government offload, under the title Operation Flood.The movement was coordinate by National Dairy Development Board (ENDS), a body formed by the Government of India with this objective. DRP. Current was the Chairperson of the ENDS and the main contemptible force behind this programmer. As on April 2000, there were 22 State federations in India, with 170 district level unions, 72,774 village level societies and 9. 31 million milk producer members in the different States. Each of the State level federations marketed their own brands. Maul was the brand marketed by GAMMA. Vagina was the brand name marketed bathe federation in the State of Andorra Pradesh.Interestingly, the State level federations could market their own products under their own brands anywhere in India, thus competing against heir sister federations. Thus GAMMA could market its Maul brand butter in Andorra Pradesh competing with Vagina butter. It was believed by the officials of the National Dairy Development Board that such emulation was healthy and would curb monopolistic tendencies. Objectives and Business Philosophy of GAMMA The main stakeholder of GAMMA was the farmer member for whose welfare, the GAMMA executives felt, it existed.Thus in an evoke reply, the Managing director of GAMMA, Mr.. B. M. Vass, told the case writer Unlike other organizations, our objective is not maximize our profit. After all, the rammers themselves are the owners of the Federation. We are restricted, by our bye- laws, to giving a maximum of 12 percent on the peptidase capital as the dividend. So we are more interested in giving the better price for the farmers for their milk than in making a large profit. Thus we look at the price given to our suppliers as not a cost but as an objective.GAMMA had, as its main objective, carrying out activities for the economical development of agriculturists by efficiently organizing marketing of milk and dairy produce, veterinary medicines, vaccines and other animal health products, agricultural produce in raw and/or processed form and other allied produce 6 . This was to be done through Common branding Centralized marketing Centralized quality control Centralized purchases and Pooling of milk efficien tly.GAMMA had declared, as its billet philosophy, the following 7 To serve the interests of milk producers To provide quality products that offer the best prize to consumers for money spent. The biggest strength of GAMMA was the trust it had created in the bewares of its consumers regarding the quality of its products. GAMMA, and its brand Maul, explained Mr.. Vass, stood for guaranteed laurels of whatever products it had such trust was hardtop come by, this could provide a central anchor for Gammas future channel plans, give tongue to Mr.. Was.Organization Structure of GAMMA (See Exhibit 4) GAMMA was a lean organization, which their executives believed led to a cost advantage. At its headquarters in the town of And, three General Managers and two assistant General Managers back up the Managing Director (or the Chief Executive). The three General Managers looked after the functions of Marketing, Human Resource Development (HARD) and Quality Assurance. The General Manager (M arketing) was in charge of the whole marketing operation of the dairy products, liquid milk and ice cream.This General Manager was assisted by one Assistant General Manager (Marketing, Dairy Products) 8 and Managers (Commercial), (Exports) and (Liquid Milk). The General Manager (HARD) also looked after non-poisonous fossil embrocates, administration, legal matters and new opportunities. The whole country was divided into five zones, each headed by a Zonal Manager responsible for the gross revenue of all the products under his zone. They account to the Chief Executive (Managing Director), but functionally each ported also to the versatile Assistant General Managers/General Managers at the headquarters. Ender the zonal managers were the branch managers. broadly speaking there were three product managers in each branch inform to the branch manger one each for the edible oil, dairy products and ice cream. They were assisted by gross sales officers and field salesperson. There w ere 48 sales offices spread over the country (of which only two were in Gujarat). The entire country had been represented in this structure. GAMMA had one overseas office, at Dublin. GAMMA had links with the Institute of Rural Management, And (IRMA), a premier forethought institute set up to produce Mambas who would work in country-bred areas.GAMMA attracted a number of its managers from the IRMA graduates, as well as from other business schools in India, although not from its premier management schools. The salaries offered by GAMMA were decent, but nowhere near those offered bathe private sector, especially multi-national corporations. The gap among the salaries that could be offered by organizations such as GAMMA and the salaries expected by graduates from business schools was increasing in recent years. GAMMA executives, in interviews with the case writer, did not see this as a major robber.They stated that GAMMA in any case had never relied on talent from top business school s, since the graduated form these schools would not fit with the culture and value systems in the company. The Managing Director, Mr.. B. M. Vass was of the view that GAMMA offered dainty prospects for growth and Job satisfaction, and it would not find it difficult to attract suitable talent 9 GAMMA had an extensive sales and distribution system and a cold twine network starting from the milk producer and ending at the eventual(prenominal) consumer. It had a dealer network of 3600 dealers and 400,000 retailers, one of the largest such outworks in India.A cold chain had been established that linked all these dealers could ensure chilling of milk Quick transportation to the district Union facilities where the milk could be get on chilled and dispatched to the consumers or to the processing units for conversion into milk products Chilled trucks which could transport the milk products such as butter and cheese in refrigerated condition from the factories local chilling of milk to ensure its quick distribution to the customers through a network of trucks in many cities so that most consumers could have their milk cachets by 6 A. M. F not earlier Deep freezers and infrigidation equipment in the dealers premises to keep the products cold and prevent their deterioration and Facilities in super markets and even larger retail stores to keep the products fresh. GAMMA had excellent relationships with what could be called super markets in India (actually these were Just large departmental stores) which stocked with their products, especially cheese, butter, milk powder, amiables and, in some cases, milk. Diversification Moves by GAMMA eve at the time of its formation, GAMMA had three major products in its portfolio quid milk, butter and milk powder.Gradually, many new products were added to its range, largely milk derivatives. In milk alone, it sold full cream milk, semi tone milk, and fully toned milk, all with different names and in promptly identifiable pou ches. By reducing the fat, it could not only sell individually fat derivatives such as cream and butter (which were also products that yielded a higher margin), but also make the resultant milk acquirable at cheaper prices, so that poorer people also could consume milk.It had undertaken a unique experiment in the asses to supply milk to places as ar away as Delhi and Calcutta through insulated rail tankers, and this was so successful that it had continued since then. In the asses, GAMMA introduced its cheddar cheese and in 1983, a cheese spread. In the same year, it entered also the sweet market (milk based) through the introduction of Maul Shrinking, a sweetish sour item produced by milk and curd (a form of yogurt). Malay, a dairy whitener was introduced and was priced below the wonted brands and soon became the market attracter.In asses, GAMMA introduced a whole lot of new products a condensed milk called Maul Imitate Maul Elite, a low fat, low cholesterin spread utter, and M aul ice cream. After 1996, it went on to introduce a still greater variety of products pizza (mozzarella) cheese, cheese slice, cheese powder, Mali pander(a form of cottage cheese), gulag Cajun(a sweet primer to be processed by belatedly frying to make a sweet called gulag Cajun), buttermilk, a chocolate based broadleaved Intramural and chocolates. In 1996, GAMMA launched its Maul brand ice cream. Naiads ice cream market was estimated to be around RSI. 8 billion in the year 2000. GAMMA launched its ice creams in fourteen flavors in the city of Iambi and the State of Gujarat. It was priced at about 30 percent less than the prevailing prices, and it also emphasized that it was fully vegetarian, I. E. , it did not contain any gelatin. This was an serious attribute tomato consumers in Gujarat, which was a predominantly vegetarian state. In less than a year, Maul ice cream commanded a share of about 55 percent in Gujarat and 30 percent in Iambi 10 had reached 30 percent.In 1997, GAMMA also scored a major achievement when it managed to get some of the co-operatives in the other States of the country, trying to launch their own ice cream brands, to sell all their ice creams under the Maul brand name. This enabled Comfit leverage the capacity of more than 180 co-operatives in the country, with a milk procurement of more than 11 million liters per day, and located close to the markets 1 1 In addition, it also diversified into non-milk products. The most important of this diversification was into edible oils in 1988.At that time, the prices of edible oils were being manipulated by oil traders with the result that the prices were shooting up to unacceptable levels. Even though oil seed growers co-operatives existed, most of them were run badly and losing money. Edible oils have unendingly been a very sensitive abject in India,leading to even locate of governments. Hence the government persuaded ENDS to arrange for procurement of clean, unadulterated groundnut oil a nd sell it through its own outlets. Thus it was meatyly a market intervention operation.Besides, this provided ENDS to reorganize the groundnut farmers co- operatives as it had done with milk producing farmers four decades earlier. Gujarat was the right State for this experiment, since more than 60 percent of the country groundnut oil production was accounted for by Gujarat. GAMMA marketed this oil on behalf ENDS. GAMMA launched a new brand, named Dharma (literally meaning low), not wanting to carry over the Maul brand name which was deeply associated in the public mind with milk derivatives. Outsold its oil on a platform of absolute purity, a claim it could Justifiably make.Since much of the edible oil in India was (and continues to be) adulterated, purity could be a differentiating factor. It also coined a slogan, Dharma, Shut Dharma, meaning, literally, flow, pure flow. The launch was also supported by an advertising campaign with a tricky Jingle. Later, mustard and certain oth er oils were also marketed under the Dharma brand name. Even though the IL traders fought backbiter and often violently, and used their political connections to the full, Dharma was able toehold its own and became the leading brand of packaged edible oils.However, it must be said datelining in edible oils was found to be a far more difficult task as compared to dealing in milk, and the success achieved in organizing groundnut farmers into co-operatives was limited. In the late asses, GAMMA undertook distribution of growth based products on behalf of ENDS. This was done under yet another brand name introduced by GAMMA Sofas (literally meaning fruitful, having achieved). Under this name hereafter a mango rink sold under attracted (also in meek mall. Sizes to be served in aircraft), tomato ketchup, and a mixed fruit Jam.In fact, the launches of all these products were completed during a single year, 1998-99. The success of these products was very limited as on the year 2000. By the y ear 2000, the range of products marketed GAMMA was genuinely wide three varieties of milk, flavored milk, buttermilk, four varieties family powder, two varieties of butter, five varieties of cheese, two varieties of ghee clarified butter), chocolates, chocolate drink, sweets, ice cream, edible oils and fruit and vegetable based rodents. Exhibit 5 gives the product portfolio of GAMMA as on the year 2000. At the Iambi.Except in ice creams, chocolate and chocolate-based beverages, Maul brand was the market leader in each and every one of its products. Exhibit 5 also shows the market shares of the various products of GAMMA. Its main sources of competitive advantage were seen its executives as (I) low costs due to the elimination of middle men, a lean organization and relatively lower pay scales as compared to Macs (it) its scale and mountain chain of trading operations and (iii)its strong brand name which stood for purity and laity. Out of the come in procurement of 4. 6 million lit ers of milk per day by GAMMA, about 2. one million million liters were sold as liquid milk and the rest as milk products. The milk consumption in India in 1999 at about 225 grams per day was still way below that in developed countries, and even less than in many developing countries. The variation in availability between rural and urban areas was strikingly high 121 grams vs.. 400 grams per day. Thus there was a need and scope for increasing the consumption of milk in its liquid form, especially in rural areas, although for every rupee spent, the rubbing value of milk was way below other high protein and fat items, both vegetarian and non-vegetarian.It was expected that by the year 2011-12, the milk production in India would reach 180. 76 million tons, and the per capita consumption would be about 547 grams 12 . Exports were negligible about RSI. 271 million in 1999-2000 13 Out of Gammas total income of RSI. 18 billion, nigh(a)ly RSI. 2. 75 billion was accounted for by sale of li quid milk about RSI. 3 billion by the sale of edible oils RSI. 4 billion by butter about RSI. 2. 4 billion by ice creams and the rest by the other products. The exact insularism of these products was not available.The share of processed fruits and vegetable items was still quite small. The growth evaluate of Gammas sales in differentiates were quite different. The following table gives the approximate growth rates in these segments Table 1 Growth rates in Gammas Businesses (Percent) 1996-97 1997-98 1998-99 Liquid milk procurement 24. 6 3. 8 3. 6 Liquid milk N. A. 14 10 Butter 27 8 13 Cheese N. A. 37 39 Ghee 41 31 N. A. Milk powder 0 0 18 Ice cream N. A. cytosine 100 Edible oils 13 20 18 (N. A. Stands for not applicable). Source GAMMA Annual reports.The profit margin in milk was generally low, due to the need to keep down the price of this essential commodity, which was also consumed by the poor and the lower of milk consumption, especially by the poorer people, and hence to achie ve its objective, GAMMA endeavored to keep the price of liquid milk as low as it could. Edibles were also low margin items, their sales prices being controlled rigidly by the government and input prices being fundamentally set by the oil traders. In the words of Mr.. Current, they were in this business due to larger societal considerations than for the sake of profits.Competition in Different Products The genius of competition varied among the different products. In the case of liquid milk, competition was from private dairies and contractors. There was also competition from newly emerging private dairies that had started supplying milk to the consumers as well as sweet makers. There was intense competition for the supply of milk, which was sought after, especially in the fete seasons, by the sweet makers who derived large profits from the sale of their sweets. Consumers were generally not very particular about the brand of liquid milk, so that the sales pended to a large extent on dealer push.However, there was scope to establish differentiation through appraising the customers of the quality not only of the initial milk itself, but also the quality of the supply chain, which ensured the stableness of milk. For butter and cheese, new entrants were making their mark. Britannic, a firm engaged in manufacture and sale of biscuits, had entered into foods business, and more particularly in milk and milk related products such as butter. Britannic had introduced new forms of cheese such as cheddar cheese slices, and supported its rodents with extensive advertising campaigns.It was believed that advertisements vie a powerful roller the demand for particular brands of butter and cheese. The sweet market was highly fragmented, heterogeneous small time local operators producing their own brands and unbranded forms of sweets. The sales of sweets soared in the festival seasons, drawing milk supply by offering higher prices. Other food companies such as Hindustan Lever L td. (HALL), a subsidiary of Milliners, and Nestle had also entered into the business of situate made or near ready sweets (such s gulag Cajun, which Just needful tube deep fried to get it ready).Branded ready or near ready sweets were advertised and heavily promoted through campaigns such as through mail orders to housewives. The ice creams market was an emerging marketing India, witnessing the entry of many players. The national scene was dominated bandstand Lever with its Quality and Walls brands, score for about 45 percent of the market. GAMMA was the other national player, with about 30 percent of the market. There were, in addition, very powerful regional players such as Vidalia Ice Creams in the WesternIndia who commanded substantial (in excess of 30 percent) of the regional market shares. Ice creams were largely promoted through local promotions, hoardings (billboards) and advertisements. roughly ice creams, Mr.. Vass said in an interview with the case writer In ice crea ms, positioning and promotions are not the only things. Indian ice cream market is likely to expand very rapidly. The Indian consumerism changing. They will not Just stick to milk. Ice creams will no longish be made at home. A large number of consumers with usable incomes will seek value added products, including ice